Framework
High-reliability organising (five processes)
The question it answers
How can an operations leader whose small errors could turn catastrophic build the five processes of collective mindfulness to catch and contain trouble early?
- Origin
- Weick et al., 1999
- Diagram type
- Hub diagram
- Level of analysis
- Firm
Diagram
High-reliability organising (five processes)
Collective mindfulness
Preoccupation with failure
Reluctance to simplify interpretations
Sensitivity to operations
Commitment to resilience
Underspecification of structures
Pitfalls
Pitfall
Adding 'deference to expertise' as if it were a sixth process in Weick et al. (1999). It appears in later formulations, not among the five in the 1999 chapter.
Sources
References
Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.
- Weick, K.E. and Quinn, R.E. (1999) ‘Organizational change and development’, Annual Review of Psychology, 50, pp. 361–386.doi:10.1146/annurev.psych.50.1.361Source page